La résistance au changement de nom de marque : ses antécédents et ses conséquences sur le capital de marque

Abstract

Cet article analyse les antécédents de la résistance interne et externe au changement de nom de marque et ses conséquences sur le capital de marque. Une recherche qualitative menée auprès de 10 managers et de 40 consommateurs, suggère que, tant en interne qu’en externe, le niveau d’implication, le bénéfice perçu du changement et leur attachement à la marque substituée peuvent diminuer la résistance au changement. Divers leviers optimisant la gestion de la résistance au changement de nom de marque sont proposés afin de favoriser le transfert du capital de la marque abandonnée vers la nouvelle marque.This paper analyses the antecedents of internal and external resistance to brand name change, and its consequences on brand equity. A qualitative research, based on interviews carried out with 10 managers and 40 consumers, suggest that both internally and externally the level of implication, the perceived benefits of change, as well as the attachment to the substituted brand may decrease resistance to change. We suggest diverse means in order to optimize the management of resistance to brand change, thus favoring the transfer of the capital of the abandoned brand to the new brand.Este artículo analiza los antecedentes de la resistencia interna y externa al cambio del nombre de la marca así como sus consecuencias sobre el capital de la marca. Una investigación cualitativa conducida con 10 managers y 40 consumidores, sugiere que tanto en interno como en externo el nivel de implicación, el beneficio percibido del cambio y su adhesión a la marca substituida son factores que pueden disminuir la resistencia al cambio. Se proponen varias acciones que optimizan la gestión de la resistencia al cambio del nombre de la marca para favorecer la transferencia del capital de la marca abandonada hacia la nueva marca

The Impact of Retailer Brand Name Substitution on Consumer Trust

“…According to Delassus et al (2014), resistance may arise due to the absence of information on substitution and its benefits, a lack of comprehension regarding the decision's rationale, or the perception of conflicting arguments. Communication about the substitution, then, presents one of the most important factors for the substitution to be successful (Collange, 2015;Delassus & Descotes, 2018;Kannou, 2021).…”

“…Studies conducted on brand name substitution have indicated that perceived benefits resulting from the change can help minimize consumer resistance, foster positive word-ofmouth (Pauwels & Mogos, 2018) about the new retailer brand, and encourage other consumers to revisit it (Delassus et al, 2014). However, it is clear that a retailer brand substitution accompanied by additional benefits is likely to promote change and create consumer trust in the brand.…”

How consumers assess retailer brand substitution strategy: Impact of perceived similarity and consumer attachment

“…While retailer brand attachment can foster consumer commitment and loyalty, it is likely the source of resistance behavior that may arise when retailer brands are substituted. Accordingly, when a retailer brand is substituted, attachment to the old retailer brand may act as a barrier to the adoption of the new retailer brand, upsetting the special relationship that has been built with the old retailer brand (Collin-Lachaud et al, 2012; Delassus et al, 2014;Collange, 2015).…”

“…Some retailer brands effectively succeed in presenting new brand images to their customers, whereas others encounter challenges in gaining approval or acceptance from their loyal customer base during such transitions. This approach does carry some risks, though, and the company may suffer greatly as a result since it affects how loyal customers of the old retailer brand, who are presumably the most attached to it, may be the most "resistant" to change (Delassus et al, 2014;Ahmed & Ben Rached, 2024; Kannou et al, 2024). Therefore, it is necessary to investigate how consumers evaluate the substitution processes and find potential indicators of substitution success.…”